How to Simplify Enterprise Collaboration Using Enterprise Portals
Using the Federal Enterprise Architecture to Help Simplify ...
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Transcript of Using the Federal Enterprise Architecture to Help Simplify ...
Federal Enterprise Architecture Program Management Office
Presentation for 17th Annual HPCC Conference: High-End Computing in the Cyber World
Balancing Privacy, Security and Productivity
Robert Haycock, FEA Program Manager, OMBMarch 26, 2003
Accomplishments and Next Steps
Agenda
Why Do We Need a Federal Enterprise Architecture?
Draft Business Reference Model, Version 2.0
Draft Performance Reference Model
Draft Services Component, Technical, and Data Reference Models
Next Steps
Strategic Management of Human Capital Restructure agencies to be citizen-centered Adopt IT to capture employees’ knowledge and skills Acquire and develop talent and leadership
Competitive Sourcing Simplify and improve procedures to evaluate public and private sources Better publicize activities subject to competition Ensure senior-level agency attention to competition
Improved Financial Performance Baseline erroneous payments and establish goals for their reduction Ensure federal financial systems produce accurate and timely information
Expanded Electronic Government Simplify and unify around citizen needs Support projects that offer performance gains across agency boundaries Maximize interoperability and minimize redundancy
Budget and Performance Integration Use performance information to make budget decisions Link performance and cost in a performance budget
The President’s Management Agenda sets forth a strategy for ensuring that the Federal Government is well-run and results-oriented
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Extensive evidence points to the duplication, overlap and gaps in critical Government functions*
50 agencies implement Federal drug control strategies
29 agencies administer 541 clean air, water, and waste programs
23 agencies administer 200 programs that provide assistance to countries formerly part of the Soviet Union
13 agencies administer 342 Federal economic development-related programs
12 agencies administer more than 35 food safety laws
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* Urgent Business for America: Revitalizing the Federal Government for the 21st Century. The Report of the National Commission on the Public Service, January 2003.
Extensive evidence points to the duplication, overlap and gaps in critical Government functions (continued)
11 agencies administer 90 early childhood programs
9 agencies administer 86 teacher training programs
9 agencies administer 27 teen pregnancy programs
8 agencies administer 50 different programs toaid the homeless
7 agencies administer 40 different job training programs
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* Urgent Business for America: Revitalizing the Federal Government for the 21st Century. The Report of the National Commission on the Public Service, January 2003.
E-Government is critical to the success of a citizen-centered, results-oriented Government
E-Government is a key enabler to achieve success in:
Human capital Competitive sourcing Financial management Budget and performance integration
E-Government is a key enabler to achieve success in:
Human capital Competitive sourcing Financial management Budget and performance integration
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Best Practices in E-Business point to two methods for citizen-centered Government
HOW: Unify InfrastructureAggregate information around customerUnify access to data stores (bridge)Collect the data once (requires agreement on data definitions)Integrate customer interfaceIntegrate delivery channels (build one-stop; e.g. students.gov)Monitor and measure (define success and measure)
HOW: Simplify ProcessSimplification starts by defining and building and integrated delivery channels to drive unification.
Simplification should start with unifying access to data stores
For e-Gov to succeed, simplification must start by the time you collect the data
The Vision: an order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours,
not weeks or months
The Vision: an order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours,
not weeks or months
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E-Government: Unification and simplification must be done around citizen needs
For individuals Build easy to find, one-stop shops for citizens – creating single points
of easy entry to access high-quality governmental services
For businesses Reduce the burden on businesses through the use of Internet
protocols, simplifying interactions, and consolidating redundant reporting requirements
For government agencies Make it easier for states and localities to meet reporting
requirements, while enabling better performance measurement and results (e.g., grants)
Internal efficiency and effectiveness Reduce costs for Federal Government administration by using best
practices in areas such as supply chain management, financial management, and knowledge management
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Business Reference Model (BRM)• Lines of Business• Agencies, Customers, Partners
Service Component Reference Model (SRM)• Capabilities and Functionality• Services and Access Channels
Technical Reference Model (TRM)• IT Services• Standards
Data Reference Model (DRM)• Business-focused data standardization • Cross-Agency Information exchanges
Bu
sin
ess-D
riven
Ap
pro
ach
Performance Reference Model (PRM)
• Government-wide Performance Measures & Outcomes• Line of Business-Specific Performance Measures & Outcomes
The Federal Enterprise Architecture (FEA) will provide the ability, for the first time, to look across the Federal Government and identify opportunities to collaborate, consolidate, and leverage IT investments
Federal Enterprise Architecture (FEA)
Com
pon
en
t-Based
Arc
hite
ctu
re
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OMB has established a governance process to identify interagency initiatives, integrate the FEA with budget processes, and guide Government transformation
Federal Enterprise Architecture Management System (FEAMS)
Continual FEAMS access provided to Federal agencies, OMB, and Congress
OMB releasesBusiness Reference Model and IT / E-Govleverage opportun-ities
OMB releasesBusiness Reference Model and IT / E-Govleverage opportun-ities
President’s ManagementCouncil (PMC)establishes priorities for E-Govimprovement and determines whether single agency or multi-agency effort
President’s ManagementCouncil (PMC)establishes priorities for E-Govimprovement and determines whether single agency or multi-agency effort
PMC approves Cross-Agency BusinessLineOwnersfor targetedBusiness Lines
PMC approves Cross-Agency BusinessLineOwnersfor targetedBusiness Lines
Open seasonfor Agenciesto submit initiatives that align with E-govtargets
Open seasonfor Agenciesto submit initiatives that align with E-govtargets
Business Line OwnersestablishAnalysisTeams
Business Line OwnersestablishAnalysisTeams
TeamsPerformImprovementAnalyses
TeamsPerformImprovementAnalyses
Recommendations shared with Congress for funding
Recommendations shared with Congress for funding
Line of BusinessOwners submit Business Cases toOMB for approved E-Gov initiatives
Line of BusinessOwners submit Business Cases toOMB for approved E-Gov initiatives
RecommendationsProvided to PMC for approval
RecommendationsProvided to PMC for approval
New
Fis
cal Year
11 22
33
January September February
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Committee Objectives:
• Integrated OMB and CIO Council EA efforts• Simpler, consistent EA taxonomy and terminology• Facilitation of cross-agency efforts• The operationalization of EA efforts
Best PracticesCommittee
IT WorkforceCommittee
Architecture and Infrastructure
Committee
Subcommittee Outcomes:
• Institutionalization of the FEA• Alignment of the FEA with Agency EAs • Integration of EA / FEA with key IT management processes• Vertical integration of the FEA with State and Local agency EAs
Subcommittee Outcomes:
• Identification of business processes, service components and technologies for re-use• Reduction in IT costs and cycle times for Federal agencies through re-use • Rapid solution development through the re-use of components• Rapid integration of disparate business services• Development and implementation of e-Gov solutions based on Component-Based Architectures
Subcommittee Outcomes:
• Improved understanding of technologies that can support implementation of the FEA• Faster adoption of validated capabilities for FEA adoption, based on registry creation and pilot findings• Better understanding of FEA tradeoffs as established and emerging technologies compete and converge• Greater FEA valuation and longer component life cycles
OMB and the CIO Council are working together to ensure the FEA is operationalized and the governance process succeeds
Governance
Components
Emerging Technology
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Capital PlanningCommittee
Performance ManagementCommittee
Agency EADepartmental EA
Bureau EA Bureau EABureau EA
State EA State EA State EA
Local EA Local EA Local EA Local EA
GP
GP
GP
GP
GP
GP
GP
Key Governance Points: Where policies, procedures, and/or guidance could be focused
Federal Enterprise Architecture Reference Models
The CIO Council’s Governance Subcommittee will expand the FEA to include State and Local Governments – the direct providers of Government services to citizens
Includes integration with othermanagement processes, andensuring horizontal & vertical
alignment
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GP GP
Agenda
Why Do We Need a Federal Enterprise Architecture?
Draft Business Reference Model, Version 2.0
Draft Performance Reference Model
Draft Services Component, Technical, and Data Reference Models
Next Steps
The Business Reference Model (BRM), Version 1.0 was published in July 2002 for use in the FY 2004 budget process
On average 10 Cabinet Departments and agencies per Line of Business
On average 10 Cabinet Departments and agencies per Line of Business
On average 21 Cabinet Departments and agencies per Line of Business
On average 21 Cabinet Departments and agencies per Line of Business
All 24 Cabinet Departments and agencies per Line of Business
All 24 Cabinet Departments and agencies per Line of Business
Governmentto CitizenAccess Channels
Employee to Employee Access Channels
Internal Operations / Infrastructure
Human Resources, Financial Management Admin Supply Chain Management
Human Resources, Financial Management Admin Supply Chain Management
Inter-Agency Intra-Agency
Support Delivery of ServicesLegislative ManagementBusiness Management of InformationIT ManagementPlanning and Resource AllocationRegulatory Management
Controls and OversightPublic AffairsInternal Risk Management and MitigationFederal Financial Assistance
WebServices
Telephone-Voice-Interactive
E-systemto System
Public/PrivatePartnerships Fax
Face toFace Mail
Program Admin ComplianceServices to Citizens
Public Asset ManagementMarketable Asset ManagementDefense & Nat’l Security OpsDiplomacy & Foreign RelationsDisaster ManagementDomestic EconomyEducationEnergy ManagementInsurancePublic HealthRecreation & National ResourcesSocial ServicesR&D & Science
Regulated Activity ApprovalConsumer Safety
Environmental ManagementLaw Enforcement
LegalRevenue Collection
Trade (Import/Export)Transportation
Workforce Management
Program Admin Compliance Services to CitizensPublic Asset ManagementMarketable Asset ManagementDefense & Nat’l Security OpsDiplomacy & Foreign RelationsDisaster ManagementDomestic EconomyEducationEnergy ManagementInsurancePublic HealthRecreation & National ResourcesSocial ServicesR&D & Science
Regulated Activity ApprovalConsumer Safety
Environmental ManagementLaw Enforcement
LegalRevenue Collection
Trade (Import/Export)Transportation
Workforce Management
Telephone-Voice-Interactive
E-systemto System/
Web Services
Public/Private
PartnershipsFax Kiosk Face to
Face MailInternet/Portal
Intranet/Portal
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Analysis of agencies’ FY 2004 budget submissions against the BRM, Version 1.0 revealed multi-billion dollar consolidation opportunities across the Federal Government
Consolidate and migrate agency investments to the 24 E-Government initiatives
Identify overlaps and leverage assessment on IT spending for common functions
Financial Management Human Resources Data and Statistics Development Monetary Benefits Criminal Investigations Public Health Monitoring
Leverage enterprise licensing and buy at commercial benchmarks or less
Consolidate and migrate agency investments to the 24 E-Government initiatives
Identify overlaps and leverage assessment on IT spending for common functions
Financial Management Human Resources Data and Statistics Development Monetary Benefits Criminal Investigations Public Health Monitoring
Leverage enterprise licensing and buy at commercial benchmarks or less
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OMB has developed and issued the draft Business Reference Model, Version 2.0 for Federal agency review and comment
DRAFT Business Reference Model Version 2.0
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LEVEL 1…the purpose of government (what are the performance goals)
LEVEL 2…the process used (how does the government accomplish these goals)
LEVEL 3…the management and support functions necessary to run the government and its programs
Services for Citizens
Mode of Delivery
Support Delivery of Services
Agency-Specific Government-Wide
Management of Government Resources
Legislative RelationsPublic AffairsRegulatory CreationPlanning and Resource Allocation
Controls and OversightRevenue Collection
Information Lifecycle MgmtInternal Risk Mgmt and Mitigation
Gov’t Service DeliveryDirect Services for Citizens Knowledge CreationPublic Goods Creation & MgmtRegulated Activity Management
Financial VehiclesFederal Financial Assistance
Credit and InsuranceFinancial Transfers to States
Financial Management
Human Resource Management
Supply Chain Management
Administrative Management
Technology Management
Financial Management
Human Resource Management
Supply Chain Management
Administrative Management
Technology Management
Telephone-Voice
-Interactive
E-system to System/Web
Services
Public/ Private
Partnerships
Internet/ Portal Fax Kiosk
Face to Face
Telephone-Voice
-Interactive
E-system to System/
Public/ Private
Partnerships
Internet/ Portal Fax
Face to Face
MailWeb
Services
General Government
Defense and National SecurityHomeland SecurityIntelligence OperationsInternational AffairsLaw EnforcementLitigation and J udicial ActivitiesCorrectional Activities
Environmental ManagementDisaster Management
Community and Social ServicesGeneral Science & Innovation
Economic DevelopmentIncome Security
Workforce Management
EducationEnergyHealth
TransportationNatural Resources
Services for Citizens
Mode of Delivery
Support Delivery of Services
Agency-Specific Government-Wide
Management of Government Resources
Legislative RelationsPublic AffairsRegulatory CreationPlanning and Resource Allocation
Controls and OversightRevenue Collection
Information Lifecycle MgmtInternal Risk Mgmt and Mitigation
Gov’t Service DeliveryDirect Services for Citizens Knowledge CreationPublic Goods Creation & MgmtRegulated Activity Management
Financial VehiclesFederal Financial Assistance
Credit and InsuranceFinancial Transfers to States
Financial Management
Human Resource Management
Supply Chain Management
Administrative Management
Technology Management
Financial Management
Human Resource Management
Supply Chain Management
Administrative Management
Technology Management
Telephone-Voice
-Interactive
E-system to System/Web
Services
Public/ Private
Partnerships
Internet/ Portal Fax Kiosk
Face to Face
Telephone-Voice
-Interactive
E-system to System/
Public/ Private
Partnerships
Internet/ Portal Fax
Face to Face
MailWeb
Services
General Government
Defense and National SecurityHomeland SecurityIntelligence OperationsInternational AffairsLaw EnforcementLitigation and J udicial ActivitiesCorrectional Activities
Environmental ManagementDisaster Management
Community and Social ServicesGeneral Science & Innovation
Economic DevelopmentIncome Security
Workforce Management
EducationEnergyHealth
TransportationNatural Resources
Within the revised BRM, the new Mode of Delivery layer and the revised and renamed Services for Citizens layer should be thought of collectively
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Services for Citizens
Mode of Delivery
“LEVEL 1”
“LEVEL 2”
What is the purpose of government?What “outcomes” is the government hoping to achieve?
What mechanisms does the government use to achieve these outcomes?What are the “outputs” of these processes?
With this construct in place, all Government programs, agencies, mission-related IT systems, etc., can be “mapped” to both a Service for Citizens and a Mode of Delivery
The Draft BRM, Version 2.0 aligns with three critical management frameworks and improvement initiatives
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The President’s Budget and Performance Integration Initiative and the FEA Performance Reference Model
The revised model differentiates between the purpose of the government and mechanism/process used to deliver services to the customer
This distinction aligns with the Performance Reference Model’s focus on outcomes (purpose of government) and outputs (mechanism/process)
OMB’s Budget Function Classifications These classifications provide a similar functional description of Federal
activities
JFMIP’s New Framework for Financial Management Systems Work on ensuring this alignment is ongoing, and with JFMIP’s assistance,
the final version of the BRM, Version 2.0 will fully reflect the new framework
Draft Business Reference Model, Version 2.0: the revised Services for Citizens Business Area
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C o m m a nd a nd C on tro lE xe cu te Jo in t O pe ra tio nsS u pp o rt Jo in t O pe ra tio ns
D e fe nse an d N a tio na l S ecu rity
B o rde r an d Tra n sp o rta tionS e cu rityC a tas tro ph ic Th re a t D efe n seC rit ica l In fra s tru c tu reP ro tec tion
H o m ela n d S e cu rity
T B D
In te llig e nce O p e ra tio ns
D isa s te r M o n ito ringa n d P re d ic t ionD isa ste r P re p a red n e ssa n d P la n n ingD isa ste r R ep a ir an d R e s to reE m e rg e n cy R e sp o n se
D isa ste r M an a g em e nt
F o re ig n A ffa irsIn te rn a tio na l D e ve lop m e n t a ndH u m an ita ria n A idG lo b a l T ra de
In te rna tion a l A ffa irs
W a ter R eso urce M a na g e m e ntC o nse rva tio n a n d L an d M an a ge m e ntR e c rea tio na l R e so u rceM a na g e m e nt a nd T ou rismA g ricu ltu ra l Inn o va tio n a n d S e rv ices
N a tu ra l R e so u rces
E n e rg y S u p p lyE n erg y C o n se rva tio n a ndP re pa re dn e ssE n e rg y R e so urce M a na g e m e nt
E n e rgy
E n v iro n m e n ta l M o n ito rin g a ndF o re ca s tingE n v iro n m e n ta l R em e d ia tionP o llu tio n Co n tro l
E n v iro n m e nta l M a n ag e m e nt
B u s in e ss a n d In du s tryD e ve lo p m e ntIn te llec tu a l P rop e rty P ro te c tionF in a nc ia l S e c to r O vers ig h t
E co no m ic D e ve lo pm e nt
H o m eo w n ersh ip P ro m o tionC o m m u n ity a n d R e g io n a lD e ve lo p m e ntS o c ia l S e rv icesP o s ta l S e rv ices
C o m m u n ity a ndS o c ia l S e rv ices
G ro un d Tra n sp o rta tionW a ter T ran sp o rta tionA ir T ran sp orta tionS p a ce O p e ra tio ns
T ra nsp o rta tion
E le m e n ta ry, S e co n da ry, a ndV o ca tio na l E d u ca tionH ig he r E d u ca tionE d uca tion a l a n d C u ltu ra lIn s titu tio ns
E d ucation
T ra in in g a nd E m p lo ym e ntL a bo r R ig h ts M a n ag e m e ntW o rke r S a fe ty
W o rkfo rce M a na g em e nt
Illn ess P re ven tionIm m u n iza tion M a n ag e m e ntP u b lic H e a lth M o n ito ringH e a lth C a re S e rv icesC o nsu m e r H e a lth a nd S a fe ty
H e a lth
G e n era l R e tire m e n t a nd D isa b ilityU n e m p loym en t Co m pe n sa tionH o u s ing A ssis ta n ceF o o d a n d N u trit io n A ss ista n ceF a rm In com e S ta b iliza tion
In co m e S ecu rity
C rim ina l A pp re h en s ionC rim in a l Inve s tig a tiona n d S u rve illa n ceC itizen P ro te c tionL e a de rsh ip P ro tec tionP ro pe rty P ro tec tionS u b sta n ce C on tro lC rim e P re ve n tion
L a w E n force m e nt
Ju d ic ia l H e a rin gsL e ga l De fen seL e ga l Inve stig a tionL e ga l P ro se cu tio n a ndL it iga tionR e so lu tio n F a c ilita tion
L it iga tio n a ndJu d ic ia l A c tiv it ies
C rim in a l In ca rce ra tionC rim in a l R e h ab ilita tion
C o rre c tio n a lA c tiv it ies
S c ien tif ic Inn o va tionS p ace F lig h t Inn o va tionT e chn o lo g ica l Inn o va tion
G e ne ra l S cie nce a n d In no va tion
S e rv ice s fo rC it ize n s
Draft Business Reference Model, Version 2.0:the new Mode of Delivery Business Area
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R e sea rch a ndD e ve lo p m e ntG e ne ra l P u rp o seD a ta a n d S ta tis tics
K n ow led geC re a tion
M a nu fa c tu ringC o n s tru c tionP u b lic F a c ility &In fra stru c tu re M g m t
P u b lic G o o dsC re a tio n & M g m t
In spe c tio n s a ndA u d itingP ro du c t S a m plin g /T e s tingS tan d ard S e ttin g /R e p ortin g G u ide lin es
R e g u la tu la te d A c tiv ity M a na g e m e nt
M ilita ry O p e ra tio nsC iv ilia n O p era tio ns
D ire c t S e rv icesF o r C it ize ns
G o vern m en t S e rv iceD e live ry
F e d era l G ra n ts(N o n -S ta te )D ire c t T ra n s fe rsto Ind iv idu a lsS u b sid iesT a x C re d it
F e d e ra l F ina n c ia lA ss ista n ce
D ire c t L o a nsL o an G u ara n te esG e n era l In su ra n ce
C re d it a ndIn su ra n ce
F o rm u la G ra n tsto S ta tesP ro je c t G ra n tsto S ta tesD ire c t T ra n s fe rsto S ta tesS ta te L oa ns
F in a n c ia l T ra n s fe rsto S ta tes
F in a n cia l V eh ic les
M o de o fD e live ry
Draft Business Reference Model, Version 2.0:Support Delivery of Services
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In fo rm a tio n C o lle c tionR e cord R e ten tionIn fo rm atio n S h aring
In fo rm a tion L ifecyc leM a na ge m e nt
C o rre c tive A c tionP ro gra m E va lua tionP ro g ram M on ito ring
C o n tro ls a n d O ve rs ig h t
P o licy a nd G u id a nce D e ve lo p m e ntP u b lic C o m m e n t Tra ck ingR e g u la to ry C re a tionR u le P u b lica tion
R e g u la to ry C re a tion
C o n tin g en cy P la nn ingC o n tin u ity o f O p e ra tio nsS e rv ice R e co ve ry
In te rn a l R isk M a na g e m e nta n d M it iga tion
C u s to m e r S e rv icesO fficia l In fo rm a tionD isse m in a tionP ro d uc t M arke tingP u b lic R e la tio ns
P u b lic A ffa irs
B u dg e t F o rm u la tionC a p ita l P lan n ingE n te rp rise A rch ite c tu reP ro jec t P lan n ingS tra te g ic P la nn ingB u dg e t E xe cu tionW o rkfo rce P lan n ing
P la nn in g a n d R eso urce A llo ca tion
L e g is la tio n Tra ck ingL e g isla tio n T e s tim o nyP ro po sa l D e ve lo pm e nt
L e g isla tive R e la tio ns
D e b t C o lle c tionU se r Fe e C o lle c tionF e d era l A sse t S a les
R e ven u e C o llec tion
C e n tra l F isca l O p era tio nsL e g isla tive F u nc tio nsE xe cu tive F u nc tio nsG e ne ra l P rop e rty a ndR e cord s M a na g e m e ntC e n tra l P e rso n n e lM a na ge m e ntT a x C o lle c tion
G e ne ra l G o ve rn m e n t*
S u p p o rt D e live ryo f S erv ices
*While this Line of Business is considered a support service for the management of the government, it does represent the “purpose” of the government’s central management organizations, and can therefore be thought of with the Level 1 Lines of Business to facilitate certain analyses.
Draft Business Reference Model, Version 2.0:Management of Government Resources
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A d va n ce m en t a n d A w a rdsB e ne fits M an ag e m e ntL a bo r M an a ge m e ntP a yro ll M a n ag e m e nt a ndE xp en se R e im b urse m e ntR e so urce Tra in ing a ndD e ve lo p m e ntS e curity C le a ra n ce M a na g em e ntS ta ff R e cru itm e nt a ndE m p loym e nt
H u m a n R e so urce M a na g e m e nt
F a c ilit ies , F le e t,a n d E qu ipm en t M an a ge m e ntH e lp D e sk S e rv icesS e curity M a na g e m e ntT ra ve lW o rkp la ce P o licy D e ve lop m e nta n d M an a ge m e nt
A d m in is tra tive M a na g em e nt
G o od s A cq u is it ionIn ve n to ry C o n tro lL o g istic s M a na g e m e ntS e rv ices A cqu is it ion
S u p p ly Ch a in M a na g e m e nt
A cco u ntingB u dg et a nd F in an ceP a ym e n tsC o lle ctio n s a n d Re ce iva b lesA sset a n d L iab ility M a na g em e ntR e po rtin g an d In fo rm ation
F in an ca l M a na g e m e nt
S ys tem D eve lo pm e ntL ife cyc le /C h an g e M a na g e m e ntS ys tem M a in ten a n ceIT In fra s tru c tu re M a in te na n ce
T e chn o log y M a na g e m e nt
M an a ge m e nt o fG o vern m e n t Re sou rces
Note: BRM Version, 2.0 continues to distinguish between agency-centric and government-wide resource management.
Agenda
Why Do We Need a Federal Enterprise Architecture?
Draft Business Reference Model, Version 2.0
Draft Performance Reference Model
Draft Services Component, Technical, and Data Reference Models
Next Steps
The Draft FEA Performance Reference Model (PRM):“At-A-Glance”
WHAT IS THE PRM?
A standardized performance measurement framework designed to:
Enhance available performance information,
Better align inputs with outcomes, and
Identify improvement opportunities across organizational boundaries.
HOW WILL THE PRM BE USED?
Agencies can use the PRM to select standard performance indicators—which may be new or coincide with those already in use—which can be tailored or “operationalized” to the specific environment.
The PRM can be integrated into the existing federal budget process.
The PRM can mutually reinforce and work together with GPRA and current PMA Budget and Performance Integration initiatives such as the PART, and Common Measures.
WHAT IS THE PRM STATUS?
Currently in draft form, beginning the internal OMB review process.
Once approved in OMB, a Working Draft will be released for agency comment.
A final PRM will be released to use during FY 2005 budget formulation.
The PRM will help agencies identify the performance improvement opportunities that will drive Government transformation
TechnologyTechnology
OUTCOMES: Mission-critical results measured from a business or program and customer
perspective
OUTPUTS: The direct effects of day-to-day activities and broader processes agencies
conduct measured as driven by desired business and customer results
INPUTS: People, technology, and other fixed assets measured through their
contribution to processes and activities –and by extension business and customer
results
Strategic Outcomes
Value
Business Results
•Mission Achievement / Outcomes•Financial
Business Results
•Mission Achievement / Outcomes•Financial
Customer Results
•Customer Satisfaction•Service Coverage•Timeliness & Responsiveness•Service Quality•Service Accessibility
Customer Results
•Customer Satisfaction•Service Coverage•Timeliness & Responsiveness•Service Quality•Service Accessibility
Processes and Activities•Financial•Productivity and Efficiency•Cycle and Resource Time
Processes and Activities•Financial•Productivity and Efficiency•Cycle and Resource Time
•Quality•Security & Privacy•Management & Innovation
Technology•Financial•Quality & Ef ficiency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management
Technology•Financial•Quality & Efficiency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management
Other Fixed Assets
•Financial•Quality, Maintenance, & Efficiency•Security & Safety•Utilization
Other Fixed Assets
•Financial•Quality, Maintenance, & Efficiency•Security & Safety•Utilization
People•Employee Satisfaction & Quality of Worklife•Recruitment & Retention•Employee Development•Employee Ratios
People•Employee Satisfaction & Quality of Worklife•Recruitment & Retent ion•Employee Development•Employee Ratios
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The PRM supports the President’s Budget and Performance Integration initiative, which is taking two approaches to strengthen the link between budget dollars and results.
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Budget and Performance Integration Approach #1
How the PRM Can Help
WHAT: Creating additional performance information to inform budget decisions
Provides a clear path forward to demonstrate results, thereby creating additional performance information to use in budget decisions
HOW: Program Assessment Rating Tool (PART), which rated 50% of the programs assessed as “Results Not Demonstrated”
Budget and Performance Integration Approach #2
How the PRM Can Help
WHAT: Linking performance and cost in the federal budget
Draws “line of sight” from inputs to outputs, then outcomes
HOW: Developing a performance budget format that shows how inputs are used to accomplish outputs and impact outcomes
TechnologyTechnology
Strategic Outcomes
Value
Business Results
•Mission Achievement / Outcomes•Financial
Business Results
•Mission Achievement / Outcomes•Financial
Customer Results
•Customer Satisfaction•Service Coverage•Timeliness & Responsiveness•Service Quality•Service Accessibility
Customer Results
•Customer Satisfaction•Service Coverage•Timeliness & Responsiveness•Service Quality•Service Accessibility
Processes and Activities•Financial•Productivity and Eff iciency•Cycle and Resource Time
Processes and Activities•Financial•Productivity and Eff iciency•Cycle and Resource Time
•Quality•Security & Privacy•Management & Innovation
Technology•Financial•Quality & Eff iciency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management
Technology•Financial•Quality & Eff iciency•Information & Data•Security & Privacy•Reliability & Availability•User Satisfaction•IT Management
Other Fixed Assets
•Financial•Quality, Maintenance, & Eff iciency•Security & Safety•Utilization
Other Fixed Assets
•Financial•Quality, Maintenance, & Eff iciency•Security & Safety•Utilization
People•Employee Satisfaction & Quality of Worklife•Recruitment & Retention•Employee Development•Employee Ratios
People•Employee Satisfaction & Quality of Worklife•Recruitment & Retention•Employee Development•Employee Ratios
The PRM structure is designed to clearly articulate “Line of Sight”—the cause and effect relationship between inputs, outputs and outcomes
VA
LU
E
InputsInputs OutputsOutputs OutcomesOutcomesCause and
Effect
Cause and
Effect
Business ResultsBusiness ResultsCustomer ResultsCustomer ResultsProcesses and Activities
Processes and ActivitiesTechnologyTechnology Strategic
Outcome s
WHAT
NICS
ATLAS
Automated Commercial Env ironment
Firearms Integrated
Technology
WHAT
NICS
ATLAS
Automated Commercial Env ironment
Firearms Integrated
Technology
HOW
Percentage of attempted sy stems
penetrations av erted
Percent system
downtime
Percent of internal users
satisfied
Maintenance costs as
percentage of total costs
HOW
Percentage of attempted sy stems
penetrations av erted
Percent system
downtime
Percent of internal users
satisfied
Maintenance costs as
percentage of total costs
HOW
Number of vehicle
searches
Number of f ood
inspections
Number of background
checks
Number of weapons checks
HOW
Number of vehicle
searches
Number of f ood
inspections
Number of background
checks
Number of weapons checks
WHAT
Vehicle searches
Food inspections
Background checks
Weapons checks
WHAT
Vehicle searches
Food inspections
Background checks
Weapons checks
WHO
Indiv iduals subject to
background checks
Individuals subject to weapons checks
Individuals wishing to enter U.S. at Border Inspection
Station
WHO
Indiv iduals subject to
background checks
Individuals subject to weapons checks
Individuals wishing to enter U.S. at Border Inspection
Station
Secure the
Home-land
Secure the
Home-land
HOW
Number of complaints
about Border Inspections
Percent satisf ied with
Border Inspections
Average wait time at
Border Inspection
Station
HOW
Number of complaints
about Border Inspections
Percent satisf ied with
Border Inspections
Average wait time at
Border Inspection
Station
WHAT
Saf er f ood
Less crime and
violence
WHAT
Saf er f ood
Less crime and
violence
HOW
Percent of health
incidents attributable to
illegally imported f ood substances
Percent of crimes
committed using
illegally imported weapons
HOW
Percent of health
incidents attributable to
illegally imported f ood substances
Percent of crimes
committed using
illegally imported weapons
Line Of
Sight
Page 27
Example: Operationalizing the PRM for the Resource Training and Development sub-function (Human Resources Line of Business) of the FEA Business Reference Model
Value
Business Results
Business Results
Customer Results
Customer Results
Processes and ActivitiesProcesses and Activities
TechnologyTechnology Other Fixed Assets
Other Fixed AssetsPeoplePeople
Degree to which agencies report OPM helps develop and maintain a workforce to meet their missions
Degree to which intended results are achieved
Mission Achievement / Outcomes
Operationalized Indicator
IndicatorMeasurement Category
Degree to which agencies report OPM helps develop and maintain a workforce to meet their missions
Degree to which intended results are achieved
Mission Achievement / Outcomes
Operationalized Indicator
IndicatorMeasurement Category
% of training and development services available in electronic format
Extent to which customers can obtain products or services via self-service
Service Accessibility
Operationalized Indicator
IndicatorMeasurement Category
% of training and development services available in electronic format
Extent to which customers can obtain products or services via self-service
Service Accessibility
Operationalized Indicator
IndicatorMeasurement Category
Travel $ per training or development resource provided
$ per unit of products produced or services provided
Financial
Operationalized Indicator
IndicatorMeasurement
Category
Travel $ per training or development resource provided
$ per unit of products produced or services provided
Financial
Operationalized Indicator
IndicatorMeasurement
Category
# of staff trained to use electronic training and development services
Level of workforce proficiency / competency using technical tools
Employee Development
Operationalized Indicator
IndicatorMeasurement
Category
# of staff trained to use electronic training and development services
Level of workforce proficiency / competency using technical tools
Employee Development
Operationalized Indicator
IndicatorMeasurement
Category
% of training and development systems and applications shared across agency boundaries
% of consolidated / shared resources across organization-al units
Quality & Efficiency
Operationalized Indicator
IndicatorMeasurement
Category
% of training and development systems and applications shared across agency boundaries
% of consolidated / shared resources across organization-al units
Quality & Efficiency
Operationalized Indicator
IndicatorMeasurement
Category
Facilities $ per training or development resource provided
Asset $ per product or end unit of service
Financial
Operationalized Indicator
IndicatorMeasurement
Category
Facilities $ per training or development resource provided
Asset $ per product or end unit of service
Financial
Operationalized Indicator
IndicatorMeasurement
Category
Existing Goal from OPM’s GPRA Plan
Page 28
Example: Operationalizing the PRM for IRS Free Filing, a Presidential Priority E-Gov Initiative
Value
Business Results
Business Results
Customer Results
Customer Results
Processes and ActivitiesProcesses and Activities
TechnologyTechnology Other Fixed Assets
Other Fixed AssetsPeoplePeople
Degree to which IRS provides quality service to taxpayers filing their tax returns
Degree to which intended results are achieved
Mission Achievement / Outcomes
Operationalized Indicator
IndicatorMeasurement
Category
Degree to which IRS provides quality service to taxpayers filing their tax returns
Degree to which intended results are achieved
Mission Achievement / Outcomes
Operationalized Indicator
IndicatorMeasurement
Category
% of tax filing public covered through e-filing
% of eligible customers serviced
Service Coverage # of citizens
filing taxes electronically for the first time
# of new customers as % of total customers
Operationalized Indicator
IndicatorMeasurement
Category
% of tax filing public covered through e-filing
% of eligible customers serviced
Service Coverage # of citizens
filing taxes electronically for the first time
# of new customers as % of total customers
Operationalized Indicator
IndicatorMeasurement
Category
$ to government per tax return processed
$ per unit of products produced or services provided
Financial
Operationalized Indicator
IndicatorMeasurement
Category
$ to government per tax return processed
$ per unit of products produced or services provided
Financial
Operationalized Indicator
IndicatorMeasurement
Category
# of cyber security breach events avoided
# of physical and/or cyber security breach events avoided
Security & Privacy
Operationalized Indicator
IndicatorMeasurement
Category
# of cyber security breach events avoided
# of physical and/or cyber security breach events avoided
Security & Privacy
Operationalized Indicator
IndicatorMeasurement
Category
Existing Goal from IRS’
GPRA Plan
Page 29
Agenda
Why Do We Need a Federal Enterprise Architecture?
Draft Business Reference Model, Version 2.0
Draft Performance Reference Model
Draft Services Component, Technical, and Data Reference Models
Next Steps
Regulatory Management
Support Deliveryof Services
Policy and Guidance Devel.Public Comment TrackingRegulatory DevelopmentRule Publication
Knowledge MgmtCRMContent MgmtCollaborationSearchPortalPersonalization
BusinessReference Model
( BRM )
Rule Publication
Service ComponentReference Model
( SRM )
Technologies
Platforms J2EE .NET Windows NTData Mgmt ODBC JDBCBusiness Logic
TechnicalReference Model
( TRM )
Performance Reference Model (PRM)Outcomes, Measurements, Metrics
Business lines and functions
Supporting technologyand standards
Enabling capabilities, components, and services
Component-Based Architecture
Service Layers Service Types Service Components
Data and Information Reference Model (DRM)Classification, Categorization, XML, Sharing
In addition to the Business and Performance Reference Models, the FEA includes three models that specifically address information technology – the Service Component, Technical and Data Reference Models
Page 31
Customer Services
Process Automation Services
Business Management Services
Digital Asset Services
Business Analytical Services
Back Office Services
Com
mon
Serv
ices
Cro
ss-C
utt
ing
Serv
ice A
reas
(i.e
., S
earc
h,
Secu
rity
)
ServiceTypes
Service Layers
Service Components
The SRM framework consists of seven (7) Service Layers with 27 supporting Service Types and 143 Service Component Areas
PerformanceMeasures
BusinessProcess
Access and Delivery Channels
Page 32
The Draft Service Component Reference Model (SRM) is a business-driven, functional framework that classifies capabilities (or service components) according to how they support business and performance objectives
The SRM is supported by multiple access and delivery channels that provide a foundation for accessing and leveraging the Service Component
Portal Marketplace Exchange Commerce Integration
DeliveryChannels(FEA-TRM)
Service Layers,Service Types, and Service Components(FEA-SRM)
AccessChannels(FEA-TRM)
Mobile, Wireless Web Browser PDAKiosks
Internet Intranet Extranet Peer to Peer
System to System EAIWeb Service
Private/PublicPartnership
Phone, Fax
Face to Face
Accessing the Component (Example: Renewal
of Drivers License )
Accessing the Component (Example: Renewal
of Drivers License )
Service Level Agreement tostructure how Service Components are accessed and leveraged
Other
Page 33
PerformanceMeasures
BusinessProcess
The SRM will assist in defining business process and performance gaps that may be leveraged to improve services to stakeholders (citizens, business partners, agencies)
Service Layers,Service Types, and Service Components(FEA-SRM)
Access Channels (FEA-TRM)
Delivery Channels (FEA-TRM)
Access Channels(FEA-TRM)
Delivery Channels(FEA-TRM)
PerformanceMeasures(FEA-PRM)
What level of process, performance, and outcome is the Service Component achieving? Does this help to close a performance gap?
Page 34
The Draft Technical Reference Model (TRM) supplements existing TRM and E-Government guidance by providing a foundation to advance the reuse of technology and service components from a Government-wide perspective
Agency LevelEA/TRM
Bureau LevelEA/TRM
eGov DirectionFEAW/CIO Council
E-Gov GuidanceOffice of Management and
BudgetFEA-TRM
• Citizen Focused• Interoperability, State / Local• Service Component / Technology Reuse, CBA• Government Technical Standards• Strengthen e-Gov Act
• e-Government Technology Specifications• e-Government Building Blocks, Assembly• OSE/OSI Service Layers, NIST
• OSE/OSI Service Layers, NIST• Strategic Planning, IT Capital Planning• Baseline -> Target Enterprise Architectures
• Baseline -> Target Enterprise Architectures• Mission Accomplishment• Initiative Identification / Management
STR
ATEG
IC T
RA
NS
FOR
MA
TIO
N(P
art
neri
ng
Rela
tion
ship
s)
Integrated Enterprise Architectures(Interoperable, Maximum Reuse of Components)
State and Local
Page 35
ServiceFramework
ServicePlatforms
ServiceAccess and
Delivery
Service Platforms
Serv
ice Inte
rface
/
Inte
rop
era
bili
ty
Security
Presentation / Interface
Business Logic
Data Management
Data Interchange
Component Architecture
Serv
ice T
ransp
ort
Service Requirements
Delivery Channels
Access Channels
The TRM provides an effective means by which service components can be leveraged, built, and deployed across the Federal Government
- Mobile, Wireless, Web
- Internet, Intranet, Extranet
- Section 508, Privacy, Security
- HTTP, HTTPS, WAP, TCP/IP
- J2EE, Windows .NET
- SOAP, XML, UDDI, WSDL
Page 36
The TRM will provide guidance and recommendations that support the development and implementation of service components that embrace a Component-Based Architecture
Security
Presentation / Interface
Business LogicData InterchangeData Management
Security
Presentation / Interface
Business Logic
Data Management
Data Interchange
Component Architecture- X.509- NIST / FIPS 186- Secure Socket Layers (SSL)
- HTML- JSP, ASP, ASP.Net- DTHML, CSS, XHTMLMP
- Java/J2EE (EJB)- C, C++, JavaScript- COM/COM+, C#- Visual Basic
- XML- ebXML- RDF, WSUI- XSLT
- XBRL, JOLAP, OLAP- JDBC, ODBC- ADO, ADO.Net
Partial List
Page 37
Each tier is comprised of multiple categories that describe the technologies, standards, and specifications that support the service component
FEA Technical Reference Model (TRM) - Snapshot
Service Access and Delivery Service Framework Service Platforms
Access Channels
Delivery Channels
Service Requirements
Service Transport
Component-BasedArchitecture
Service Interface andInteroperability
Supporting Platforms
Web Servers
Application Servers
Security
Presentation / Interface
Business Logic
Data Interchange
Data Management
Development Environment
Database / Storage
Hardware / Infrastructure
Page 38
Taken together, the TRM and other FEA reference models can be leveraged to support the creation and integration of cross-agency service components
U.S. Customs(New eGov Border Control Initiative)
States
IRS
USDA
FDA
Justice
PRM
BRM
SRM
TRM
DRM
Acceptance of Cargo
Look up the license plate of the vehicle. Are there any
warrants for the driver?
Check to see if the import company owes taxes, fines, or
penalties
Do not let “x” animals into the country. Know viruses and
risks
Does the driver fit the profile of any wanted suspects. What country, what origin?
Is the food properly packaged? How much does a normal truckload of banana’s normally weight?
Agency EA Service Component eGov Architecture Guidance Federal Enterprise Architecture
Conceptual
Conceptual
Page 39
The Draft Data and Information Reference Model (DRM) will support investment and E-Gov planning by providing a framework for agencies to leverage existing data components across the Federal Government
Promote horizontal and vertical information sharing between business lines
Business-focused data standardization that can be categorized for re-use
Re-use and integration of data as opposed to duplication
Enabler to support cross-agency collaboration
Facilitate cross-agency information exchanges
Consistent means to categorize and classify data
Goals and Objectives:
Agency 1 Agency 2
Agency 4Agency 3
State LocalFEA-DRM
Integrated Enterprise
The DRM framework is comprised of four interrelated levels that independently classify and categorize data to one or more areas of the Business Reference Model
Business Area, Line, Function
Collection of supporting data object components that
contribute to the definition of the Business Line Function or
Sub-FunctionOne or more common components /schemas that describe a specific
process or object
Level o
f Gra
nula
rity / R
e-U
se
The most elemental block of data that is descriptive of a business process or
object
FEA Data Reference Model – Overview of Framework
Level o
f Conte
xt
Conceptual
The physical property of the Data
FEA Business ReferenceModel (BRM)
Object Class Components
AggregateComponents (Aggregate BIE or ABIE)
Common Components (Business Information Entity - BIE)
Core Component Type & Data Type
Agenda
Why Do We Need a Federal Enterprise Architecture?
Draft Business Reference Model, Version 2.0
Draft Performance Reference Model
Draft Services Component, Technical, and Data Reference Models
Next Steps
Near-Term Next Steps for the FEA
Page 43
Address Agency comments on Draft Service Component and Technical Reference Models (due on March 7th), prepare Comment Response Documents, and issue Version 1 of the models by end-March
Continue consultations with defense and intelligence agencies to obtain their input for the Business Reference Model, Version 2.0
Address Agency comments on Draft Business Reference Model, Version 2.0 (due on March 14th), prepare Comment Response Document, and issue updated model by early April
Address OMB comments on Draft Performance Reference Model, issue draft model for Federal Agency review by end-March, and conduct Agency briefing by mid-April
Continue to define and validate the Data Reference Model
With CIO Council Subcommittees, develop guidance on use of the FEA reference models during the FY 2005 budget formulation process and post guidance to www.feapmo.gov
Launch FEAMS on www.feapmo.gov by early April
Address Agency comments on Draft Service Component and Technical Reference Models (due on March 7th), prepare Comment Response Documents, and issue Version 1 of the models by end-March
Continue consultations with defense and intelligence agencies to obtain their input for the Business Reference Model, Version 2.0
Address Agency comments on Draft Business Reference Model, Version 2.0 (due on March 14th), prepare Comment Response Document, and issue updated model by early April
Address OMB comments on Draft Performance Reference Model, issue draft model for Federal Agency review by end-March, and conduct Agency briefing by mid-April
Continue to define and validate the Data Reference Model
With CIO Council Subcommittees, develop guidance on use of the FEA reference models during the FY 2005 budget formulation process and post guidance to www.feapmo.gov
Launch FEAMS on www.feapmo.gov by early April